How to Use the Restaurant Duty Manager One-to-One Template

Why structured restaurant duty manager one-to-ones matter

Your duty managers are the people who own the restaurant during their shifts. They make the real-time decisions — handling complaints, managing the team, solving problems, and keeping service running when things go wrong. When they're thriving, shifts run smoothly regardless of who's on duty. When they're struggling, you see inconsistency, unresolved problems, and a team that behaves differently depending on who's in charge.

The challenge is that duty managers often work in isolation. They manage their shifts, hand over, and move on. Without intentional one-to-ones, you'll only hear about what happened on their shifts through incident logs or complaints — never the full picture of how they led, what decisions they made, and what they're struggling with.

This template structures your conversations around the areas that matter most for duty manager performance and development. Each section builds on the last: preparation gives you context, their agenda shows you what's on their mind, the discussion sections cover role performance, team dynamics, growth, and wellbeing, and the engagement indicators give you an early-warning system for disengagement.

Preparation

Complete these steps before each meeting to ensure a focused and productive conversation. Arriving prepared shows your duty manager that you take this time seriously.

Review notes from previous one-to-one — Pull up the notes from your last session. What actions did you commit to? What did they commit to? If you promised to clarify their authority on comps or address a team member's behaviour, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Review their shift reports, incident logs, handover notes, and any guest feedback from their recent shifts. Look at how their shifts compare to other duty managers' shifts — are there patterns in complaints, revenue, or team performance? This gives you specific talking points instead of vague impressions.

Note any observations from the past week — Think about what you've noticed when observing their shifts or reviewing their handovers. Did they handle a crisis decisively? Was there a shift where things slipped? Did the team seem well-directed or drifting? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them before their next working day: "We're catching up on [day] — anything from recent shifts I should know about?" This gives them time to think. Duty managers move from shift to shift with little time for reflection; giving them space to prepare leads to better conversations. If they reply "all good," try: "Walk me through the trickiest moment from your last Saturday night."

Customisation tips:

• Schedule around their shift pattern — catching up right after a block of shifts gives them fresh context
• 20 minutes is typically enough. Keep it focused on their shifts and development
• Meet somewhere private but informal — an office is fine, but avoid doing it on the floor where the team can see
• For new duty managers in their first 90 days, keep these weekly. After that, fortnightly works if they're performing well

Their Agenda

Start every one-to-one by asking: "What's been on your mind?" Record whatever they raise before covering your own items.

If they say "nothing really," don't fill the silence immediately. Count to five. Duty managers are used to dealing with problems in the moment — they often don't carry them forward. If they still don't volunteer anything, offer a specific opener: "Think about your last few shifts — what was the moment that tested you most?" The specific framing works because "How are things going?" is too vague for someone who manages a different set of circumstances every shift.

Once they're talking, ask "What else?" until they run out. Don't jump to solutions or share your perspective yet. This section is about understanding their world, not managing it.

If you have items to cover — policy changes, operational updates, feedback from guests — mention them at the start so they know it's coming, then let them go first: "I want to talk about the new closing procedure before we finish, but first — what's been on your mind since we last spoke?"

What to record: Their exact concerns in their own words. Don't paraphrase into management language — "I wasn't sure if I could send the waiter home early" captures reality better than "discussed staffing authority."

Role Performance

These four questions are designed to uncover how your duty manager actually leads their shifts. Work through each one during the conversation and tick it off as you cover it.

"Walk me through your last Saturday night from 7pm to close. What happened, and what decisions did you make?"

This question gives you a detailed picture of how they operate during a high-pressure service. Their narration reveals their decision-making process, their priorities, and how they handle the unpredictable. The level of detail they provide tells you how present and engaged they were during the shift.

What good answers sound like:

• Specific timeline with key moments, decisions, and outcomes
• Shows awareness of what was happening across the whole restaurant, not just one area
• Reflects on what went well and what they'd do differently

What to do with the answer: Listen for decision quality. Were their calls appropriate? Did they prioritise correctly? If they made a decision you'd have made differently, discuss it as a learning conversation — not a correction. If they handled things well, say so specifically.

"What decisions did you make on your shifts that you weren't completely sure about? Anything you'd want my input on?"

This is the most honest question you can ask a duty manager. Everyone makes calls they're unsure about — sending someone home early, comping a bill, handling a complaint a certain way. By asking directly, you create a safe space for them to discuss uncertainty without feeling judged.

What good answers sound like:

• Names specific decisions with genuine honesty about their uncertainty
• Shows they thought through the options rather than just guessing
• Willing to ask for guidance without feeling it undermines their authority

What to do with the answer: Use each example as a coaching conversation. Walk through the options and explain how you'd have approached it. If their decision was right, confirm it — "That was the right call, and here's why." If it wasn't ideal, explain what you'd have done differently without criticising.

"When something went wrong on your shift — a complaint, a no-show server, a kitchen delay — how did you handle it?"

This reveals their crisis management approach. Every shift has problems; what matters is how they respond. Do they take control calmly, communicate clearly, and solve the problem — or do they panic, defer, or ignore it and hope it resolves itself?

What good answers sound like:

• Describes a specific problem with a clear narrative of their response
• Shows they took ownership rather than blaming others or deferring
• Identifies what they learned from the experience

What to do with the answer: If they handled it well, acknowledge it. If they struggled, discuss what they could do differently next time. Build a library of "what to do when" scenarios that gives them confidence for future situations.

"How are openings and closings going? Any issues with the checklists or handovers?"

Openings, closings, and handovers are the backbone of shift management. If these processes are running smoothly, the restaurant has consistency. If they're sloppy, problems cascade — the next shift inherits unresolved issues, standards slip, and things that should be routine become sources of friction.

What good answers sound like:

• Honest about whether processes are being followed or shortcuts are being taken
• Identifies specific pain points — is it the checklist itself, the team's compliance, or time pressure?
• Has ideas for improvement rather than just flagging problems

What to do with the answer: If handovers are weak, look at the process. If checklists aren't being completed, understand why — is it time pressure, unclear expectations, or team compliance? Fix the system rather than just telling them to try harder.

Record the key points from your discussion, focusing on decision quality, crisis handling, and operational consistency. Note specific shift examples — these are valuable evidence for performance reviews.

Team and Relationships

These questions surface the dynamics that affect shift quality — team response to authority, performance management, team reliance, and consistency between duty managers.

"How's the team responding to you as duty manager? Any pushback or respect issues?"

Authority is not guaranteed by a job title. This question reveals whether the team genuinely follows their lead or whether there's pushback — subtle or direct — that undermines their effectiveness. A duty manager who doesn't have the team's respect will struggle to maintain standards, especially during high-pressure moments.

What good answers sound like:

• Honest about who respects their authority and who doesn't
• Identifies specific examples rather than vague feelings
• Shows they've tried to address issues rather than just absorbing them

What to do with the answer: If there's a respect issue, take it seriously. It might be a team member who needs managing, or it might be a confidence issue for the duty manager. Either way, leaving it unaddressed will erode their effectiveness.

"Who on the team did you have to manage performance with recently? How did that go?"

This reveals whether they're actively managing performance or avoiding it. Every duty manager needs to have difficult conversations — about punctuality, service quality, attitude, or effort. If they're not having these conversations, problems are building up on their shifts.

What good answers sound like:

• Names a specific situation and describes how they handled it
• Shows they addressed the issue directly rather than working around it
• Reflects on what went well and what they'd do differently

What to do with the answer: If they're managing performance well, acknowledge it — this is one of the hardest parts of the job. If they're avoiding it, explore why. Is it confidence? Fear of confrontation? Unclear authority? Help them develop the skill through coaching and rehearsal.

"When you're on shift, who do you rely on most? Who needs the most attention from you?"

This reveals the team dynamics during their shifts — who's pulling weight, who's a liability, and how they're allocating their own management attention. If they're spending all their time managing one underperformer, they can't lead the rest of the shift.

What good answers sound like:

• Names specific people and explains why they rely on them or why they need attention
• Shows awareness of how their attention is distributed
• Identifies whether reliance on key individuals creates a risk

What to do with the answer: Use this intelligence for scheduling and development decisions. If one team member is a liability on every shift, address it. If they're over-reliant on one strong performer, develop others to spread the load.

"How's the communication between you and the other duty managers? Are shifts consistent, or do things slip between you?"

Inconsistency between duty managers is one of the most common operational problems. If one duty manager enforces standards and another lets things slide, the team learns to play the system. This question reveals whether the duty management team is aligned.

What good answers sound like:

• Honest about whether standards are consistent across different managers
• Identifies specific areas where things slip during handovers between managers
• Shows willingness to address inconsistency rather than just working around it

What to do with the answer: If consistency is a problem, it's a system issue — not an individual one. Consider a duty manager alignment meeting, shared standards documentation, or regular calibration conversations.

Capture the team dynamics discussed, any authority concerns, and consistency issues between duty managers. Note performance management conversations — frequency and quality tell you a lot about their leadership development.

Growth and Development

These questions explore career aspirations and development needs. The answers shape how you invest in your duty manager's growth.

"Do you see yourself moving toward assistant manager or GM, or do you prefer the variety of shift-based management?"

There's no wrong answer, but the answer changes everything about how you develop them. A duty manager who wants to progress needs exposure to broader operational responsibilities — scheduling, budgeting, people planning. One who prefers shift management needs mastery goals — crisis handling, team development, service excellence. Understanding their direction lets you invest appropriately.

What good answers sound like:

• Honest about their trajectory without feeling they need to perform ambition
• Specific about what appeals to them about either path
• Shows they've thought about it rather than just drifting

What to do with the answer: If they want to progress, create deliberate exposure to assistant manager responsibilities. If they prefer shift management, focus on making them the best shift leader in the building. Both paths deserve genuine investment.

"What's the hardest part of duty management for you right now? Where do you feel least confident?"

This surfaces their honest self-assessment. Whatever they name is a concrete development opportunity. If it's handling complaints, practice scenarios together. If it's managing performance, coach them through conversations. If it's making decisions under pressure, build their confidence with clear frameworks.

What good answers sound like:

• Names something specific rather than deflecting with "nothing"
• Shows self-awareness about genuine gaps rather than performative humility
• Connects to situations they've actually experienced

What to do with the answer: Create a plan to build the skill they name. If it's complaint handling, role-play scenarios. If it's team management, sit in on a shift and debrief together. If it's decision-making confidence, clarify their authority explicitly.

"If I gave you a full week of sole responsibility for this restaurant, what would worry you?"

This is a practical readiness assessment. Their answer tells you exactly where they feel confident, where they feel exposed, and what gaps remain before they could step into a more senior role. It also reveals how much of the broader operation they understand.

What good answers sound like:

• Specific about which areas they'd handle confidently and which would concern them
• Honest about gaps rather than pretending they can handle everything
• Shows awareness of responsibilities beyond their current scope

What to do with the answer: For the areas that worry them, create deliberate exposure. Involve them in scheduling decisions, show them the P&L, let them handle a supplier conversation. Build confidence through supervised experience.

"Where do you see yourself in a year? Here, somewhere else, doing something different?"

The honest answer to this question is the most valuable piece of information in the entire one-to-one. If they're planning to leave, you can make their remaining time positive and plan for replacement. If they want to progress, show them the path. If they're uncertain, you have an opportunity to influence their decision.

What good answers sound like:

• Genuine honesty rather than what they think you want to hear
• Specific enough to be actionable
• Willing to have the conversation rather than deflecting

What to do with the answer: Don't react emotionally to any answer. If they want to leave, ask what would make them stay. If they want to progress, lay out the development plan. If they don't know, help them think through it.

Record their career direction, confidence gaps, readiness assessment, and development interests. This feeds directly into performance review objectives and helps you plan succession.

Wellbeing and Support

These questions catch frustration, authority limits, and isolation before they cause disengagement or resignation. Ask them genuinely, not as a box-ticking exercise.

"What's the most frustrating thing about duty managing here right now?"

This cuts through politeness to their top priority. Whatever they name is the thing most likely to drive them away if it's not addressed. Duty managers accumulate frustrations shift by shift — small irritations that individually seem minor but collectively become unbearable.

What good answers sound like:

• Names something specific and fixable rather than vague dissatisfaction
• Trusts you enough to be honest about genuine frustrations
• Differentiates between temporary annoyances and persistent problems

What to do with the answer: Fix it if you can. If you can't, explain why and offer alternatives. Either way, respond within a week — speed of response matters more than the outcome.

"Do you have enough authority to handle things on your shifts? What decisions do you make that you wish you could just make without checking?"

Authority gaps are deeply frustrating for duty managers. If they're responsible for the shift but can't approve a comp, send someone home, or adjust the floor plan without checking, they feel powerless — and the team notices. This question reveals whether you've given them enough autonomy to manage effectively.

What good answers sound like:

• Clear about where they feel empowered and where they feel restricted
• Specific examples of situations where they wished they could act independently
• Shows good judgement about what they should and shouldn't decide alone

What to do with the answer: Clarify their authority explicitly. "On your shift, you can comp up to £50, adjust the floor plan, and send someone home early if covers don't justify the cost. Call me if there's a serious complaint or a safety incident." Written boundaries remove ambiguity.

"How's the support when you're on shift alone? Do you feel backed up or isolated?"

Duty managers often work without senior management present. This question reveals whether they feel supported — whether they know they can call you, whether the systems support them, and whether they feel the weight of responsibility is appropriate.

What good answers sound like:

• Honest about whether they feel supported or alone
• Identifies specific moments where they wished they had backup
• Distinguishes between appropriate independence and genuine isolation

What to do with the answer: If they feel isolated, address it. Make sure they know they can call you. Consider whether the shift structure provides enough support. If they're handling situations alone that should have senior management input, adjust the coverage.

"Is there anything you need from me that you're not getting?"

This is the most important question in the section. It directly asks whether you're doing your job as their manager. Whatever they say, write it down. Then do it or explain why you can't — within 48 hours, not at the next one-to-one.

What good answers sound like:

• Specific and actionable ("I need clearer handover notes from the other duty managers" rather than "more support")
• Trusts you enough to ask for something
• Acknowledges what you're already doing well alongside the gap

What to do with the answer: Deliver on it. Fast. If you make commitments and don't follow through, trust disappears and future one-to-ones become surface-level exercises.

Record frustrations, authority gaps, and isolation concerns. Flag anything that suggests disengagement or flight risk — these notes are critical early-warning signs that need action, not just documentation.

Engagement Indicators

These are observational indicators you assess based on what you've seen during their recent shifts, not questions you ask directly. Tick each indicator that's genuinely present. Anything you can't tick is worth exploring — either in this meeting or through closer observation before the next one.

Actively reporting incidents and maintaining detailed shift notes — Are they writing thorough shift reports that give the next manager genuine insight, or have their notes become brief and mechanical? Detailed reporting indicates someone who cares about continuity and accountability. Brief or missing reports suggest disengagement.

Completing comprehensive log entries for handovers — Are their handovers thorough enough that the incoming manager knows exactly what happened and what needs attention? Or are they rushing through handovers to leave quickly? The quality of their handover reflects their investment in the operation beyond their own shift.

Accepting and requesting busy shifts willingly — Do they volunteer for or accept busy shifts — Fridays, Saturdays, bank holidays — without resistance? Or do they avoid them? Willingness to take on high-pressure shifts indicates engagement and confidence. Avoidance suggests either burnout or declining interest.

Engaging with team development and leadership — Are they still investing in developing the team — coaching during shifts, giving feedback, holding people accountable? Or have they retreated to just getting through the shift? Active leadership is a strong engagement signal.

Speaking positively about the workplace — Do they talk about the restaurant positively, or have their comments become cynical? Listen to how they discuss the operation, the team, and the business. Sustained negativity indicates someone who's mentally checking out.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, your duty manager needs urgent attention — increase frequency to weekly and focus on understanding what's changed.

Actions and Follow-Up

At the end of every one-to-one, summarise what you've both agreed to do. Say it out loud before you finish:

"So by next time I'm going to: [your actions]. And you're going to: [their actions]. Is that right?"

Then send a brief message confirming: "From today: I'm sorting [X] + [Y]. You're working on [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Clarify comp authority in writing by Friday")
• Their commitments with deadlines (e.g., "Address punctuality issue with [team member] on next shift")
• Any items to escalate to the GM or assistant manager
• Topics to revisit next time

Follow-through matters more than anything else in this template. If you promise something, tell them when you've done it — don't wait for the next meeting. Message: "Sent you the updated authority guidelines — take a look before your Friday shift." A duty manager who sees commitments honoured will hold their own commitments to the same standard. If you can't do something you promised, tell them immediately and offer an alternative.

Session Notes

Record your overall impressions from the conversation: patterns you're noticing, changes in their engagement or mood, anything you want to revisit in future sessions.

This is also where you note how your approach should adapt:

• First 90 days: 70% listening, 30% coaching. Focus on understanding how they handle shifts and building their confidence.
• Established relationship: Push into development territory. Leadership skills, broader operational awareness, career planning.
• When things are going well: Acknowledge their impact, share more context about the business, involve them in decisions.
• When things are struggling: Increase frequency, observe their shifts directly, focus on support rather than criticism.

Over time, these session notes create a narrative of your working relationship — invaluable for performance reviews and progression decisions.

What's next

Once you've established regular one-to-ones, the conversations you have will feed directly into formal performance reviews. See our guide on Restaurant Duty Manager performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Read our Restaurant Duty Manager interview guide for hiring the right person in the first place
• Check out our Restaurant Duty Manager onboarding guide if you're supporting someone in their first 90 days